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ISO Terms Explained - ISOUpdate.com

To the novice quality manager, ISO jargon can be extremely overwhelming. What is an NCR? What do you mean by OFI? Are we certified or accredited? But before you go and pull out your hair, let’s take a moment to go over some of the most frequently used terms and their definitions with regards to ISO and Management System Certification.

Are you Accredited, Certified or Registered to an ISO Standard?

First things first. You are not certified to an ISO Standard, your company’s management system is certified. Individuals cannot be certified to an ISO Standard. However, individuals can receive training to become auditors to audit companies against an ISO Standard. For example, you may seek training and personnel certification to become an ISO 27001 Lead Auditor. You cannot be certified to ISO 27001.

The terms ‘’accreditation’’ “registration” and ‘’certification’’ are sometimes used interchangeably, but they don’t share the same meanings, technically.

CERTIFICATION:

An organization is considered certified to an ISO Standard if they have developed and maintained a compliant management system that has been audited by a third-party auditor from an accredited Certification Body (CB). To maintain certification, the organization will undergo annual audits from the CB to verify continuing compliance to the specific standard. A certification document or a certificate will be issued as an attestation of conformity of an organization’s management system to a specific management system standard or other normative requirements. Certification can be revoked if regular audits are not conducted, or if your management system persistently or seriously fails to meet certification requirements.

ACCREDITATION:

Accreditation is how an authoritative body provides formal recognition that an organization is competent to carry out specific tasks. Accreditation Bodies (AB) accredit Certification Bodies (CB) that demonstrate competence to audit and certify organizations conforming with management system standards. The accreditation process ensures impartiality and competence and fosters confidence and acceptance of the CB’s certifications by public and private sector end users. Accreditation provides assurance to customers that CB’s operate according to internationally accepted criteria.

REGISTRATION:

Registration is another term for Certification. The terms Registration and Registrar are not used much anymore in this industry and Certification is now the preferred term.

Audits, Auditing & Auditors

Auditing:

Auditing is the systematic process of collecting and evaluating information about an organization’s management system to determine their level of compliance with the standard they are being audited against.

Types of Auditors

Consultants:

Management system consultants provide organizations with specific advice, instructions or solutions towards the development, implementation, and maintenance of a management system. They may also prepare or produce manuals or procedures for the management system.

Internal Auditors:

An internal auditor is a company employee who independently and objectively evaluates the operations of an organization’s management system. Internal auditors perform internal assessments of the organization and prepare reports for management.

Note: Internal audits are required by ISO management system standards but cannot be used to grant certification to an organization.

Third-Party or External Auditors:

Individual(s) who conducts the audit(s) on behalf of the certification body. Unlike a consultant or internal auditor, third-party auditors are impartial. Their job is to collect and evaluate objective evidence to determine if the management system complies with the ISO Standard. Based on these findings, the CB will make a recommendation for certification.

Certification Body:

A Certification Body (CB) is an accredited third-party organization that audits and issues certificates to companies seeking certification to various ISO Standards. CB’s obtain accreditation to be able to certify to a specific ISO Standard(s). CB’s are audited by Accreditation Bodies (AB) to ensure impartiality and conformity of their work and processes.

Accreditation Body:

An Accreditation Body (AB) is an organization that provides accreditation services. AB’s provide formal, third party recognition that a Certification Body is competent to issue certification to specific ISO Standards.

The ISO Lingo – Commonly Used Term & Definitions:

The following Terms & Definitions are from ISO/IEC 17021-1

Certified Client

organization whose management system has been certified

Impartiality

presence of objectivity ; freedom from conflict of interest / bias

Note 1 to entry: Objectivity means that conflicts of interest do not exist, or are resolved so as not to adversely influence subsequent activities of the certification body.

Client

organization whose management system is being audited for certification purposes

Auditor

person who conducts an audit

Competence

ability to apply knowledge and skills to achieve intended results

Guide

person appointed by the client to assist the audit team

Observer

person who accompanies the audit team but does not audit

Technical Area

area characterized by commonalities of processes relevant to a specific type of management system and

its intended results.

Note: The term “technical area” is applied differently depending on the management system standard being considered. For any management system, the term is related to products, processes and services in the context of the scope of the management system standard. The technical area can be defined by a specific certification scheme or can be determined by the certification body. It is used to cover a number of other terms such as “scopes”, “categories”, “sectors”, etc., which are traditionally used in different management system disciplines.

Nonconformity (NCR)

non-fulfilment of a requirement

Major Nonconformity (Major NCR)

a nonconformity that affects the capability of the management system to achieve the intended results.

Note: Nonconformities could be classified as major in the following circumstances:

  • if there is a significant doubt that effective process control is in place, or that products or services will meet specified requirements;
  • a number of minor nonconformities associated with the same requirement or issue could demonstrate a systemic failure and thus constitute a major nonconformity.

Minor Nonconformity (Minor NCR)

a nonconformity that does not affect the capability of the management system to achieve the intended results.

Technical Expert

person who provides specific knowledge or expertise to the audit team. Specific knowledge or expertise is that which relates to the organization, the process or activity to be audited.

Certification Scheme

conformity assessment system related to management systems to which the same specified requirements, specific rules and procedures apply

Audit Time

time needed to plan and accomplish a complete and effective audit of the client organization’s management system

Duration of management system certification audits (Audit Duration)

part of audit time spent conducting audit activities from the opening meeting to the closing meeting, inclusive.

Audit activities normally include:

  • conducting the opening meeting;
  • performing document review while conducting the audit;
  • communicating during the audit;
  • assigning roles and responsibilities of guides and observers;
  • collecting and verifying information;
  • generating audit findings;
  • preparing audit conclusions;
  • conducting the closing meeting.

Opportunity for Improvement (OFI)

Situations where the evidence presented indicates a requirement has been effectively implemented, but based on auditor experience and knowledge, additional effectiveness or robustness might be possible with a modified approach.

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ISO 45001 is the first International Standard for occupational health and safety written by ISO. Formerly OHSAS 18001; ISO 45001 was published in March 2018 and encompasses work safety in Global supply chains that are effectively and accurately improved through the set of processes. You might be wondering, “Do I need ISO 45001 Certification?”

You might consider the need of an effective organizational health and safety management system vital for your companies growing success. But, is certification worth your effort?

Who needs and will benefit from ISO 45001?

Does your small business need ISO 45001?

The key feature of ISO 45001 is that no matter what size is the organization, it is designed to aid all. The aim of ISO 45001 is to reduce workplace injuries and illnesses globally, and companies of all sizes can benefit from the proactive approach outlined in ISO 45001.

Does demonstrating that your company is fully compliant matter to you?

ISO management systems are designed to aid organizations in creating and enforcing best practice. However, in order to endorse complete compliance and demonstrate impeccable reliability to the external parties, Certification is an absolute must. Simply following the standard is not enough to prove to external parties you are compliant, you must maintain active certification. ISO 45001 certification will allow other parties to trust you on acting upon the best practices of health and safety at workplace. Once certified, you can also advertise your certification to future clients and employees, giving them added trust in your capabilities and forward thinking.

Does your company wish to improve performance?

Through ISO 45001 Certification, your company will benefit from a structured guide, step-by-step, that will enhance your organizations performance. ISO audits goal is to not only find non-compliances, they actively seek to improve inefficiencies, with the end goal of making your organization more productive, improve performance, and satisfy your bottom line.

Does employee protection matter to you?

The standard set out by ISO 45001 management allows company owners and higher ups to determine what requirements need to be achieved to provide a safe and reliable environment for their workers and contractors. Once ISO 45001 is implemented, the Certification availed by the company thus proves the company to be safe to work at for the outer sources. Moving forward as ISO 45001 becomes more integrated into companies and their best practices, this standard could become a requirement for suppliers, contractors, etc. to do business. Like ISO 9001, companies may demand your compliance to ensure your organization is treating employees with similar standards to theirs, as are the goal of international standards.


Are you focused on improving productivity?

The implementation of ISO 45001 management allows a way towards less workplace injuries and illnesses through a proactive approach to organizational health and safety. By being proactive, a company can improve its productivity by manifolds. With ISO 45001 Certification, companies prove that they have taken every necessary measure to protect the workers, eliminating inefficient practices, and proactive measures and guides in place, employees deliver more in less time due to effective systems in place.

Do you wish to prove a commitment towards employee health and safety?

The acquirement of ISO 45001 Certification demonstrates a company’s interest towards their workers and their safety. This is a challenging aspect of many industries, especially if the work involves great physical challenges; oil refineries, factories, warehouses, etc., need to take great care to implement effective solutions to workers safety, and ensure while the job is dangerous by nature – necessary steps have and are being taken to make the workplace as safe as possible for employees and contractors.

An ISO 45001 Certification indisputably proves your company cares and will has the employees’ interest at heart, and all the precautionary measures have been taken to ensure their safety.

Do you wish to reduce workers’ insurance premiums?

With ISO 45001 implementation and Certification, companies can reduce insurance premiums. By maintaining a proactive system to reducing hazardous environments in the workplace, insurance costs will reduce, allowing your company to continue running as usual, but reducing costs associated with insurance.

The ISO 45001 Certification has several other benefits including workplace cultural change and employee job satisfaction, knowledge, and participation. ISO 45001 focuses on employee participation, and the context of Organization and Leadership points out the roles played by employees in developing occupational health and safety management system parallel to mid-level and management.

Does your company need ISO 45001?

The decision to earn your certificate for compliance with ISO 45001 is dependant on many factors, and as the decision maker in your organization, it’s your decision to make. However, it’s important to note that organizations wishing to work internationally or who want to show compliance with global standards of Health and Safety in the workplace will need to implement and obtain ISO 45001 Certification.

What are the Differences between ISO 45001 and OHSAS 18001?


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What is a Pre-Assessment Audit? - ISOUpdate.com

The implementation and certification process of a management system based on ISO 9001, ISO 14001 or any other standard requires an enormous amount of effort by everyone in an organization. Therefore, after finally obtaining the desired ISO certificate the organization will surely want to tell the world about it!




There are many ways an organization can advertise that their management system(s) comply with a specific ISO certification and that they have a certificate that proves it! Here are some ideas on how to do it:

Within the organization:

  • It is important to let all the organization’s employees know that their effort paid off. They can be rewarded with items such as mugs, coolers, t-shirts with the organization’s logo and a message such as “ISO 9001:2015 certified quality management system”.
  • A breakfast or brunch can be organized in recognition of the ISO certification achievement.
  • Sending an e-mail to all employees announcing the achievement.
  • The certificate may be displayed in the organizations front lobby.
  • A flag or banner can be displayed on the organization’s main entrance to promote the certification.

Outside the organization:

  • A press release can be distributed to the local media, industrial magazines and other newsletters to announce that the organization’s management system has been certified.
  • A letter or e-mail can be sent to customers and suppliers and even a reception can be organize to celebrate the achievement.
  • The achievement can be announced on the organization’s website, Facebook and Twitter account.
  • Messages announcing the certification can be added on the graphics of the organization’s vehicles.

There are many other ways to advertise the organization’s certification of their management system.

However, there are many mistakes organizations make when promoting their certification. An organization has to seek guidance from their Certification Body (CB) in order to avoid these mistakes. Here are some of the most common ones:

  • The International Organization for Standardization’s logo can not be used under any circumstance.
  • If it’s necessary, the advertisement should mention the scope of the certification (in the cases where one site or one process of the organization has been certified)
  • Phrases such as “ISO Certification” should be avoided; it’s essential to be specific about which standard has the organization’s management system been certified to (ISO 9001, ISO 14001, etc)
  • The organization’s certification logo can not be used in their products. These certifications certify management systems, not products nor services.

Organizations should feel proud of achieving certification of their management system and with their CB’s guidance they should find the right and the best ways to promote it.



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Getting Top Management Invested in Certification

The commitment and involvement of top management is essential for the success of any management system. Top management must participate in the implementation process and must ensure the continuity and improvement of the system. Also, they are the ones that should guarantee the availability of resources necessary for the establishment and maintenance of the management system. However, in too many cases, top management’s involvement ends with the appointment of a Management Representative.

There are reasons why top management doesn’t truly commit to a management system, and one of them is that they just don’t see the value of it. They don’t see why they need to be attending management reviews, looking at audit results, and spending money on trainings and “improvements” that don’t seem to improve anything.



Because top management’s involvement is essential for the success of the management system, here are some ways to help them see the true value of any management system.

Speak their language

Management usually speak the language of money. The information presented to them should consist of a cost analysis. They want to know facts such as how the ISO management system will:

  • Help the organization use their resources more efficiently.
  • Promote improvements that reduce cost.
  • Create a work environment that will increase productivity.

Present information that motivates them.

Show them how the ISO management system is helping achieve the organization’s objectives, how targets are being improved, how customer satisfaction has increased (less complaints, increase in sales), or how the organization has received less complaints from other interested parties (regulatory bodies, community, etc). Show them what the system is doing for their business.

Make Management Reviews important to them.

Management doesn’t want to spend time on a meeting just to comply with an ISO requirement. During management reviews, present an overall picture of the organization’s performance; make sure that these meetings represent an opportunity to make important decisions regarding the improvement of processes and performance.

Explain the importance of improvements.

Among other things, top management is responsible for questioning anything that adds activities, time and requires money. When asking for resources for an improvement, show them what the nonconformity or non value added activity is costing the organization, how will the improvement save them money, how will a process become more efficient and how it will help the organization achieve its goals.

Make sure they understand their responsibilities.

Top management needs to understand their role within the ISO management system. They need to know its requirements, the benefits it may bring if it is implemented correctly and what is most important, they need to understand that without their participation, any management system will fail to bring success to the organization.



Learn about how to Outsource an Internal Audit.

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ISO Implementation Process

Preparing for an ISO implementation process of any ISO standard can be overwhelming and stressful for organizations of any size. How an organization prepares for an ISO implementation process will depend on factors such as size and complexity of its processes, the current knowledge and culture related to the standard; i.e., quality, environmental, safety, etc; the maturity of any other existing systems related to the standard wishing to implement, and many others.

6 Tips to Facilitate the ISO Implementation Process

Despite the differences there may be between organizations, there are a few tips that will facilitate the ISO implementation process of any management system.

Know the Standard

It is essential that some personnel knows the management system’s requirements. Everyone does not need to be an expert on the requirements of the specific standard that will be implemented, but key workers need to fully know and understand all of the requirements of the standard.

Keep Everyone Informed

The implementation process is not a task of just a few chosen ones. Everyone needs to be involved in this process. Every worker needs to know what is being implemented, why is it being implemented, which are the benefits for the organization and for themselves, and how they will be involved in the process. When people are informed, they will be more open and willing to collaborate in the implementation.

Analyze the Organization’s Current Situation

Before starting to implement any ISO management system, an organization needs to know its level of compliance with the standard. This will allow the organization to understand beforehand its strengths and weaknesses regarding the ISO management system wishing to implement and estimate the time needed for implementation.

Map Your Processes

Establish and record current processes in order to know the relationships between departments and how the processes flow within the organization. This will allow organizations to plan their implementation by processes and not just by areas and departments.

Review Existing Procedures and Work Instructions

Many processes need written and documented information that will guarantee that activities are carried out in the correct manner. Organizations need to review which processes are documented and how many work instructions there are. It is not the same to develop a few documents and just review work instructions than to develop them from scratch. Organizations need to have an idea of how much time they will have to invest in developing and reviewing documents.

Review Current Training Programs

Evaluate existing training and awareness programs. Training and awareness are an important part in the implementation process and if an organization has not considered training its workers, it would be best to redefine these programs to make sure that a large percentage of workers are trained and informed about policies, procedures, regulations, etc that will be a part of their daily activities.

These are some recommendations that will help your organization prepare for the ISO implementation process of any ISO management system.

Note: Make sure that the whole organization is working for the same objectives and pulling in the same direction.

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Become a Third Party Auditor - ISOUpdate.com

An accredited registrar, also called an accredited certification body (CB), is an organization accredited by a recognized accrediting body for its competence to audit and issue certification confirming that an organization meets the requirements of a standard (e.g. ISO 9001 or ISO 14001). There are many benefits of using an accredited registrar when looking to obtain certification for your organization.

Accreditation means an independent, objective body recognizes that an organization is qualified to provide specific services. An accreditation body should assess a registrar’s facilities, procedures and staff against a set of criteria that define acceptable competence levels and capabilities.



There are many registrar companies that offer their services to audit and determine if an organization meets the requirements of a specific standard; however, not all registrars are accredited. An organization may decide to seek certification from any of these registrars, accredited and non-accredited. Nonetheless, choosing an accredited registrar can bring the following benefits to an organization:

  • Organizations can be assured of the registrar’s ability, since the accreditation represents an independent assessment of the registrar’s credibility to perform management system registration.
  • It provides assurance that the certification is based on conformance with internationally accepted practices and procedures, thus offering credibility to the certificate.
  • Many clients and customers require suppliers’ management system is certified by an accredited registrar.
  • Accredited registrars are prohibited to offer both consulting and registration services to one organization, in order to ensure that the value of the certificate will not be compromise due to conflict of interest; on the other hand, some non-accredited registrar do offer both services as one package in order to offer more competitive prices whilst jeopardizing the credibility of the certification.
  • Accreditation assures organizations that a registrar meets specific requirements on an ongoing basis.
  • Accredited registrars can assure that the auditors selected are properly qualified for the industry specialty, and that certification audits will be effective and objective.
  • Accreditation provides an added safeguard against improper and fraudulent activities.
  • In order to maintain accreditation, registrars are pressured to enforce internationally sanctioned registration standards and practices within its organization and among its auditors.
  • Accreditation registrar are often stipulated and supported by local governments.

Organizations that choose an accredited registrar and develop an active relationship with it will ensure the value of its registration certificate, and they can guarantee their customers and clients that their management system has been certified by an unbiased, objective and professional audit.



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What is a Pre-Assessment Audit? - ISOUpdate.com

Defining a Pre-Assessment Audit

A pre-assessment audit is one that is performed before a certification/registration audit takes place. This pre-assessment audit determines the degree of conformance of an organization’s management system(s) with the requirements of a standard (e.g. ISO 9001, ISO 14001, ISO 27001, etc.)

After putting the time and effort to implement a management system and before diving into a certification audit, many organizations choose to contracting the services another organization or person to perform a pre-assessment audit. This is a full audit of a management system against the requirements of a specific standard that allows organizations to identify any nonconformities and implemented corrective actions before the certification audit.



About the Pre-Assessment Audit

A pre-assessment audit is performed with the same independence and objectivity as a certification audit. The auditor(s) will conduct activities such as documentation review, process review, interview of process owners, etc, in order to gather the necessary information that evidence compliance.

Audits are performed on-site and are a complete assessment of the management system against the requirements of the relevant standard. As any other audit, all nonconformities and observations found will be presented in an audit report that will be delivered at the end of the process; this report will serve as a baseline for the organization to improve its processes and implement the necessary corrective actions.

Who Needs a Pre-Assessment Audit?

Any organization that has implemented a management system and wishes to determine its readiness to undergo a certification audit can seek a pre-assessment audit.

What are the Benefits of a Pre-Assessment Audit?

Some of the benefits of performing this audit are:

  • Helps organizations identify any non conformities and implement corrective actions.
  • Contributes in the optimal preparation for the certification audit.
  • An organization can focus its resources on weaknesses that might lead to nonconformities.
  • Depending on the outcome, organizations can decide to postpone a certification audit that has already been scheduled or, on the contrary, face the certification audit with a renewed confidence.
  • Helps organizations avoid unnecessary additional costs.

A Pre-Assessment audit can be conducted by qualified consultants, registrars, or competent individuals with experience and knowledge regarding the relevant industry sector and standard. It is important to remember that, just as an organization carefully chooses  a certification body or any other service, it should also take the time to choose the correct organization or person to perform its pre-assessment audits.



Did you find that article helpful? Continue learning about Audits & how to choose the correct organization or person for your Audit.

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Management systems such as ISO 9001, ISO 14001 and OHSAS 18001 require that internal audits are scheduled at planned intervals; they do not establish a specific frequency nor do they establish that all processes need to have an annual internal audit. Therefore, organizations must establish a frequency which is right for their business. But how often should you be having internal audits for compliance? Audits can be performed monthly, quarterly, twice a year, or once a year. It is important to understand the criteria which should be considered before defining an internal audit frequency, as not all processes should be considered on the same timeline.



Complexity of the Processes

  • Crucial or high-risk processes should be audited on a more frequent basis, perhaps quarterly or twice a year
  • Low-risk processes can be audited just once a year or every other year

Internal Audit Frequency - How Complex is your Process? - ISOUpdate.com

Maturity of the Processes

  • Well established processes that run efficiently can be audited once a year or every other year
  • Newly developed processes should be audited more frequently, for example, quarterly, until they are stable

Internal Audit Frequency - How Mature is your Process? - ISOUpdate.com

Past Experience

  • Processes that have a history of frequent deficiencies or non-conformities, should be audited on a more frequent basis, such as quarterly or twice a year
  • Processes with troubles achieving targets and objectives should also be audited on a more frequent basis, such as quarterly or twice per year

Internal Audit Frequency - What is your Processes History? - ISOUpdate.com
Other factors that may influence the frequency of auditing:

  • Budget for the execution of internal audits
  • Regulatory or customer requirements

There is no need to audit every process all at once; consider spreading out internal audits throughout the year by auditing different processes at different times. Auditing many processes all at once can be exhausting and process deficiencies or areas for improvement may be overlooked.

Internal Audit Frequency - Establish a Rational Schedule - ISOUpdate.com

 

Although most standards do not require that all processes be audited every year, it is a common practice in many organizations. Some organizations with mature and well-established management systems may wish to schedule their audits over a 3-year time plan instead of annually. Every organization needs to take a close look at each of their processes, their management systems, and other applicable requirements to establish a rational schedule which fits their needs and is right for them.

This article was written by The Registrar Company and published with permission.

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Lean System

Introduction to the Lean System

As with anything in life, you will get out as much from your ISO 9001 management system as you put into it. If you treat it as a documentation requirement and burden on your business just to get certification then you are unlikely to see any real benefits; in fact, you may even stifle your own growth.

The aim of any ISO 9001 QMS is to enhance your businesses product or service quality by standardizing and continually improving all of your business processes. This in turn will help you to increase productivity and drive out waste of all forms within your business.

Why Use Lean System with ISO 9001?

ISO 9001 outlines what is required for a certifiable QMS. However if you read ISO 9004 you will see that it suggests a huge amount more than 9001 requires as a minimum. Merely aiming for what the standard requires so that you achieve certification is not going to help you actually improve your business in a way that is going to help you grow it.

A QMS should always consider the customer first, not the standard. It should also be put in place to continually improve the business and its output. Something that is also provided through implementing a Lean system.

Lean Manufacturing has grown out of what is known as the Toyota Production System (TPS), and is why Toyota managed to dominate the world automotive market in such a short space of time. Lean is in its simplest form just another QMS; when you implement Lean you put in place the controls and systems to provide the customer exactly what they want, where they want it, when they want it, in the right quantity, without any waste or delays.

Lean provides you with a host of tools such as 5S, which helps you to set up a highly visual, organized and efficient working space, through to continuous improvement techniques such as Kaizen. Lean fits perfectly within any ISO 9001 QMS and can only help you to further improve and grow your business using proven tools and techniques.

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ISO Certification

This is a guest post from Michael Haile from ISO Quality Services Ltd, an independent organisation that specializes in the implementation, certification, training and continued auditing of ISO and BS EN Management Standards.

Our lead assessors have countless years of experience in helping organisations to achieve ISO Certification. No matter the industry, they have worked tirelessly alongside our clients to aid the growth of their business. Whether it’s a charity, manufacturer or translation company, they have seen numerous successes.

That being said, there is one issue that is actually very common in our industry and that is the perception of ISO Certification as a necessity rather than an aid. Some organisations, (whether they are aware of it or not) put the ISO Certification in one ‘box’ while putting their business in another.

Many articles have been written which make a point of explaining the benefits and the importance of management buy-in with regards to certification. These are great and they are very important topics to highlight but sometimes people appreciate practical examples.

The Myths of Non-Conformances

One key example that our assessors highlight is that of non-conformances. A non-conformance is something that has happened which should not have happened. From experience the following are the most common misconceptions surrounding non-conformances:

  • Their recording is felt to be adding to their workload
  • Some employees feel like they are ‘telling tales’ on their colleagues
  • Or it is seen as a weakness

The concern that the recording of non-conformances adds to current workloads is very common and we have a simple mantra which will hopefully ease this:

“If a non-conformance takes longer to record than to rectify, it is not a non-conformance”

We have in fact suggested to clients that they change their name to ‘Opportunities for Improvements’. Secondly, recording non-conformances and acting upon them enable organisations to have the ability to make significant improvements. After all, if everybody’s jobs can be made that little bit easier, why wouldn’t you?

In some circumstances employees are reluctant to highlight non-conformances as they see them as a weakness that can give management a reason to criticize. This should not be the case and one way this can be remedied is by management taking the lead and demonstrating that they too are recording non-conformances.

Don’t Forget Communication!

One of the main reasons why there are issues with the non-conformance processes and procedures, or any change within the workplace for that matter, is communication.

Internal communication in the form of departmental meetings for example is important to get ‘buy-in’ from all areas of the business. If everyone understands why change is happening, how it will impact positively upon their job and how they can help then this will help with employee buy-in.

Taking the time to explain why change is needed and creating a sense of inclusion makes everyone feel appreciated.

The Bottom Line

The bottom line is that the ISO Standards provide a flexible framework that run parallel to an organisation instead of being a separate entity. Furthermore, when embraced and fully integrated, they are able to enhance business performance and make everyone’s job that little bit easier.

This is a guest post from Michael Haile from ISO Quality Services Ltd, an independent organisation that specializes in the implementation, certification, training and continued auditing of ISO and BS EN Management Standards.

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